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Operations Management

Outline. Global Company Profile: Hard Rock Cafe. What Is Operations Management?Organizing To Produce Goods And Services Why Study OM?What Operations Managers Do. Outline - Continued. The Heritage Of Operations ManagementOperations In The Service SectorDifferences Between Goods And ServicesExci

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Operations Management

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    2. Outline Global Company Profile: Hard Rock Cafe

    3. Outline - Continued

    4. What Is Operations Management? Production is the creation of goods and services

    5. Organizing to Produce Goods and Services Essential functions: Marketing – generates demand Production/operations – creates the product Finance/accounting – tracks how well the organization is doing, pays bills, collects the money

    9. Why Study OM? OM is one of three major functions (marketing, finance, and operations) of any organization

    10. Options for Increasing Contribution

    11. What Operations Managers Do Planning Organizing Staffing Leading Controlling

    12. Ten Critical Decisions

    13. Where are the OM Jobs?

    14. Where are the OM Jobs? Technology/methods Facilities/space utilization Strategic issues Response time People/team development Customer service Quality Cost reduction Inventory reduction Productivity improvement

    16. Characteristics of Goods

    17. Characteristics of Service

    18. Goods and Services

    19. New Trends in OM

    20. New Trends in OM

    21. New Trends in OM

    22. Ethics and Social Responsibility

    24. Outline

    25. Outline – Continued

    26. Global Strategies Boeing – sales and production are worldwide Benetton – moves inventory to stores around the world faster than its competition by building flexibility into design, production, and distribution Sony – purchases components from suppliers in Thailand, Malaysia, and around the world

    27. Global Strategies Volvo – considered a Swedish company but it is controlled by an American company, Ford. The current Volvo S40 is built in Belgium and shares its platform with the Mazda 3 built in Japan and the Ford Focus built in Europe. Haier – A Chinese company, produces compact refrigerators (it has one-third of the US market) and wine cabinets (it has half of the US market) in South Carolina

    28. Reasons to Globalize

    29. Reduce Costs Foreign locations with lower wage rates can lower direct and indirect costs World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) APEC, SEATO, MERCOSUR European Union (EU)

    30. Improve the Supply Chain Locating facilities closer to unique resources Auto design to California Athletic shoe production to China Perfume manufacturing in France

    31. Provide Better Goods and Services Objective and subjective characteristics of goods and services On-time deliveries Cultural variables Improved customer service

    32. Understand Markets Interacting with foreign customer and suppliers can lead to new opportunities

    33. Learn to Improve Operations Remain open to the free flow of ideas General Motors partnered with a Japanese auto manufacturer to learn

    34. Attract and Retain Global Talent Offer better employment opportunities Better growth opportunities and insulation against unemployment Relocate unneeded personnel to more prosperous locations Incentives for people who like to travel

    35. Developing Missions and Strategies

    36. Mission

    37. Hard Rock Café Our Mission: To spread the spirit of Rock ‘n’ Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.

    38. Factors Affecting Mission

    39. Strategic Process

    40. Strategy

    41. Strategies for Competitive Advantage Differentiation – better, or at least different Cost leadership – cheaper Quick response – more responsive

    42. Competing on Differentiation Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer’s perception of value

    43. Competing on Cost Provide the maximum value as perceived by customer. Does not imply low quality.

    44. Competing on Response Flexibility is matching market changes in design innovation and volumes Institutionalization at Hewlett-Packard Reliability is meeting schedules German machine industry Timeliness is quickness in design, production, and delivery Johnson Electric, Bennigan’s, Motorola

    45. OM’s Contribution to Strategy

    46. Strategy Development Process

    47. Four International Operations Strategies

    48. Four International Operations Strategies

    49. Four International Operations Strategies

    50. Four International Operations Strategies

    51. Four International Operations Strategies

    52. Four International Operations Strategies

    53. Four International Operations Strategies

    54. Four International Operations Strategies

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